Management Work Optimizing management processes Adaptation of the

Management Work Optimizing management processes Adaptation of the work of Stafford Beer “The Heart of Enterprise” John Wiley & Sons, 1979 Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 1

Foundations • Management work and leadership work are different – Leaders take the organisation forward on new or difficult paths – Managers ensure work is done according to plan, according to pre-established processes Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 2

. . Foundations • If strategy is executed mostly through processes, then management work is executed by all members of an organisation • “Everybody manages something in the dayto-day execution of their tasks” Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 3

5 Categories of Management Work • Front-line execution of business strategy • Coordination mechanisms – Required to manage changes in day-to-day execution of strategy • Structuring for the execution of strategy – Roles, processes & policies required • Strategy formulation • Ongoing scanning of business environment Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 4

5 Categories of Management Work Strategy Formulation Coordination Scanning the environment for trends Day-to-day Routines Structuring Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 5

Management Work - a Definition • A management task is the processing of information that will enable the planning, organising or control of tasks for the desired results within a business or work process Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 6

5 Generic Management Processes • Management processes are made up of routines that have the following characteristics: – Agreed to steps along with pre-determined contributions of players that enable decision-making at the appropriate levels – Use tools/IT technology to gather, share & compile data that determine trends – Managers contribute on the basis of the scope of their position while employees contribute within the parameters required to mobilize them for the execution of strategy Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 7

Definitions Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 8

5 Generic Management Processes 1 Front-line, day-to-day execution of strategy – Routines made up of a series of pre-determined tasks aimed at executing the business strategy – Skill sets used to get the job done based on expected contributions – In their day-to-day, managers execute tactical & strategic management processes as well as contribute professionally from their area(s) of expertise Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 9

5 Generic Management Processes 2 Coordination routines (meetings) – In the day-to-day execution of strategy, problems will arise pertaining to the use and availabiity of resources • Some of these problems are predictable but cannot be planned (variances) – Variances are managed through coordination routines that involve an array of crossfunctional resources Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 10

5 Generic Management Processes 3 Strategy formulation process – Strategy is formulated by those with a broad overview – It is the object of deliberations with those closest to the action – It is reviewed periodically on the basis results and of changes in the environment (ext. /Int. ) – Buy-in (internal motivation) is key to its successful execution - need to avoid compliance Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 11

5 Generic Management Processes 4 Structuring for the execution of strategy – Reviewing work and management processes to ensure that appropriate resources are available for the execution of strategy – Adjust/modify contributions & reporting relationships in light of expected results/challenges – May need to review or develop business & work processes to best use scarce resources Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 12

5 Generic Management Processes 5 Scanning of the external and internal environments Looking for trends re: – Reasons for results achieved – Best practices – Competitors’ behaviors - strategy & tactics – Changes in market dynamics Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 13

Management Process Improvement - Foundations • What percentage of managers’ time is: – Spent fire-fighting the same problems/issues? – Really adding value? • Managers’ time is a very scarce resource – Given their level of business and professional expertise, managers main focus needs to be on strategy Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 14

. . Foundations • Managers add value when they are: – Building their peoples’ capabilities to achieve results – Leading teams that improve work processes – Resolving (unstructured) problems that are not addressed in work processes – On the boundaries of their unit, searching for best practices, for opportunities Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 15

Variances • Managers don’t add value when they are resolving recurring, day-to-day problems, sometimes referred to as “variances” Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 16

Variances • Variances may be defined as follows: – Recurring, unplanned but predictable problems that occur in the execution of business or management processes – Not in the control of those have to deal with them • Examples: – Late delivery of products – Quality problems – Scheduling problems Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 17

Variances • Variances may be addressed by: – Clarifying the business/management process – Introducing new technology/new expertise – If the variance is out of the control of those who have it, create a process to better handle its impact by those closest to where the variance begins • Delegate decision making within the parameters of the business/work process Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 18

. . Variances • Some variances belong to both line and staff • Examples: – Customer needs that cross business units – Causes for turnover need to be addressed by both line and staff functions – Complex issues require the expertise of persons that belong to a variety of functional and line departments Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 19

Management/Organisation Development Projects Meeting the developmental needs of both managers and their organisation Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 20

Context • On a day-to-day basis, managers encounter an array of issues – Some of these are outside their control • Changes in market dynamics – Some are within their unit • Ill performing business processes – Some are within their “managerial self concept” • Areas where managers spend their time Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 21

Pre-requisites of MD/OD Projects • Be results driven – Senior Manager needs to set performance expectations using the business environment as its rationale • Managers need to “want” to learn – align professional development plans with their aspirations & their unit’s needs to evolve • Business and/or management processes need to be improved for execution of mission Please do not reproduce Jean Fuller, Work Design Inc. (2002/06/20) 22